Housing NZ aims for $70m in savings

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Transformation programme project now expected to be delivered at the end of July
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Housing New Zealand expects to garner net benefits of $70 million over the next three years from its transformation programme, says project leader Philippa Jones.

Systems integration testing of the $72 million IT component will be completed by the end of February, she says.

The Oracle part of the project was originally to be delivered by March 31, but a decision has now been made to stagger the delivery. July 31 is now the final cutover date.

Jones says re-engineering the businesses will lead to efficiencies.

British software company Northgate is providing specialist housing software that will hold all the customer information and interactions.

“This allows us to automate some of the workflow,” Jones says.

Essentially, the Northgate software will provide customer relationship management and workflow. It replaces the 20-year-old Rental bespoke software. “Rental is in five pieces that don’t talk to each other,” she says.

“Some of the Northgate software will come on line in April.”

Northgate has had four people based at Housing since late in 2010.

The state-owned corporation has opened a new contact centre in Manukau to complement its main call centre in Porirua, centralising calls on a national basis rather than the existing regional system.

That means major changes for staff, who will be directed into specialist roles. Housing is using GoTo training, a Citrix project, as a virtual classroom tool to train the staff in their new roles.

Oracle is providing financials and enterprise asset management, which Jones says will allow the corporation to better manage capital improvement, maintenance and scheduling.

“It’s an effective planning tool that interfaces to our maintenance contractors.”

Previously, there was no software to manage the $15 billion in housing stock.

Oracle is providing base staff of 14, as well as contractors.

“We also have staff coming and going for shorter periods, depending on the phase of the project.”

A pilot to equip tenancy managers with tablets will be rolled out from May till July. No decision has been made yet on brand. “We’re talking to other [government] agencies,” Jones says.

Despite the delivery date being extended till the end of July, nothing has changed with the vendor contract, she says. “There is a time and materials component with Oracle.”

Part of the delay is down to legislative changes, which she says have led to additional configuration and customisation.

“We always had an ‘out of the box’ goal.

“We’re getting good results with testing, and I’m feeling good about the project.”

Purchasing of hardware is limited to additional server and storage capacity, together with mobile phones and devices for tenancy managers.

In November Computerworld reported that some staff and vendors close to Housing New Zealand’s $72 million transformation project claimed it is in trouble, but the state owned enterprise refuted their allegations.
Comments
totally bizarre claims So giving staff tablets "no decision made yet on brand" .. yeah right!! This is obviously a significant aspect of the strategy to save $70million. How stupid is the public meant to be. Better utilisation of the asset base, reduction in fraud and far more fine grained management of asset depreciation are the only ways significant amounts of money can be saved. Making staff a little more efficient by letting them do more in the field might save a $million but think of the training costs, the replacement cost of the tablets each time they are damaged or lost etc etc
Posted by Anonymous at 15:39:24 on February 16, 2012

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and more mis-information "Previously, there was no software to manage the $15 billion in housing stock." What a ridiculous statement.HNZC has run a very sophisticated maintenance programme for many years meeting all expectations of parliament regarding a range of new initiatives such as the "warm houses" insulation programme.
The asset management group produced a wonderful paper describing how to better manage depreciation of the various aspects of the properties under 20+ categories instead of as a whole. This would save the corporation hundreds of millions of dollars over the next 5 years. This paper was completely ignored by the incoming executive team and both the asset management group and the highly effective maintenance group were largely disbanded
Posted by Anonymous at 15:34:05 on February 16, 2012

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The 5 Rentel systems not talking to each other and other pieces of mis-information Of course the five Rentel instances have been able to share data in various ways since they were implemented. The cost to merge these five systems was thoroughly investigated and amounted to only a few hundred thousand dollars in software changes and then the costs of testing and project management might double that total ... let's say $500k to be very conservative. Other systems software licences (mostly Oracle) and hardware upgrades were required irrespective of the other system upgrade choices that were made
Posted by Anonymous at 15:26:30 on February 16, 2012

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rentEl The current system is called rentEl, if someone involved in "management" at Housing had ever bothered to find out what it was called, or more importantly what it did then we could have realised the benefits years ago for much less cost ( the internal proposal waa sub 10m ).

I'm not sure how sacking 70 TMs ( paid about 40k each ) is going to realise 23 million a year in savings. Actually HNZC are probably hiding about 23m a year in extra project expenditure somewhere else on the books in order to keep the headline figure down to 72m, so that will be 'saved' when something is finally delivered ( or at least when the project is closed down ).
Posted by Anonymous at 15:29:13 on February 15, 2012

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Business case failure Couldn't see this coming - yeah right!

OK - we're now talking about $70M over three years. Assume this to be from July 31st (what year was that?). Just four months back Housing NZ said it was confident of $70m each year. This is a major change and would the business case have been approved if the savings were projected to be $23m per year versus the original $70m. Maybe it would have and it's a good move to upgrade software to gain efficiencies, but the real issue is the integrity of the consultants, the directors and Housing Executives that needs to be challenged and questioned. They need to be called out on this. The ICT industry will continue to have a bad reputation through gullible ill-informed buyers being hood winked by an ICT consulting community that puts earning dollars ahead of integrity.
Posted by Anonymous at 12:02:03 on February 15, 2012

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ROI? Oops ROI: $72M in, 3 years after project live $70M may be back. Taking NPV into account ROI <=90%
Classical.
Project cost is hard enough to estimate, benefit realization even harder and should be a factor 3 greater than cost. When will we make the so called business owner and sponsor accountable for benefit realisation forecasting and reporting? When the cost/benefit graph lines start to cross it's time to stop. Interesting to see if the organisation tracks benefit realisation reviews to the persons promising the original business case. Some orgs do, but not many. In the meantime we'll probably read about the project people being beaten-up :).

Posted by Anonymous at 11:18:56 on February 15, 2012

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